This consumer goods company likes to think of itself as a talent factory. And with more than 1,000 alumni sitting on boards globally, it can certainly make a strong case for that.

The company uses what it calls a "70-20-10" model for developing its workforce: 70% of learning happens on the job, 20% through mentoring, and 10% through training and coursework.

That's why employees go through a job rotation roughly every three years, bosses are measured on how well they coach their direct reports, and all employees take about a week's worth
of leadership training and four e-learning courses every year.

The company says that senior management spends 30% to 40% of its time grooming leaders.